According to Pan et al. (2007), knowledge-transfer channels can be informal or formal, where unscheduled meetings, informal gatherings, and coffee break conversations are examples of the informal transfer of knowledge. Although informal knowledge-transfer promotes socialization and can be effective in small organizations, it precludes wide dissemination (Alavi and Leidner, 2001). Avital and Vandenbosch (2000) argue that formal transfers through training programs ensure wider distribution of knowledge and suit highly context-specific knowledge such as that of Enterprise Systems. Formal training is particularly effective and important with the introduction and operation of large and complex systems like ES (Pan and Chen, 2005), and is the focus of the knowledge-transfer concept in this study.